Professional Documents
Culture Documents
By
Eric Garner
If you want to win at the game of negotiations, then you need to know the ploys, tactics
and gambits that will give you an advantage over your opponents. Here is an A to Z that
will show you how to do exactly that.
B is for BATNA
A BATNA is your Best Alternative To a Negotiated Agreement and is the only certain
way to be successful in negotiations. By preparing for negotiations with one party by
sounding out an alternative deal with someone else gives you walkaway power. It means
that, even if the alternative isn't quite what you want, you are still prepared to go there, if
need be. One of the best examples of a BATNA took place during negotiations between
the Malta government and the British over the use of Maltese harbors for British naval
ships. During the negotiations, the Malta government courted the Soviet Union who was
more than interested in a deal. This alternative gave Malta both leverage and walkaway
power.
G is for Gallipoli
When talks are entrenched and leading nowhere, it can be useful to open up a new "front"
or new avenue. This is sometimes called the Gallipoli ploy, after the Turkish town used
to open up a second Eastern front in the First World War.
For example, you may be discussing with an employee the importance of coming to work
on time. In the middle of the discussion, the employee protests, Other employees come
into work late and you dont say anything to them. This is an attempt by the employee to
deflect you from their issue and open up a diversionary discussion. One of the best
responses you can make to Gallipoli is not to fall for the diversion but to ask a question,
such as, What makes you believe I do not give other employees who come in late the
courtesy of dealing with them one-on-one, just as I am doing with you?
L is for Later, or, Ill Think About It And Get Back To You Later
Using a delaying tactic of Ill think about it and get back to you later is a good way to
put off a decision while leaving the door open. It leaves enough doubt in the other sides
mind for them to consider changing their offer. This tactic works best after a lengthy
period of discussion in which both sides have invested a lot of time and energy.
If the other side use Ill Think About It on you, respond with a question that ties them
down to a date for getting back to you or clarifies what they need to think about. A more
aggressive response would be to ask, Rather than go away and probably miss this deal,
why not tell me what bothers you? Im sure we can help you come to a decision today.
O is for Obligation
One of the oldest of power tactics in trade is "obligation". This is the technique of putting
people in you debt with generous acts.
One businessman visiting China for the first time fell victim to obligation. For the first
four days of his visit he was wined and dined, chauffeured to all the tourist spots, given
anything he wanted. His hosts even put a fax at his disposal when the fax machine in the
hotel failed to work. At last on the morning of departure, and with time running out, they
got down to business. The Chinese negotiators, with subtle reminders of what gracious
hosts they had been, extracted everything they wanted from the hapless businessman.
Q is for Questions
The side that controls the questions in a negotiation is the side that is always in control.
Questions do a number of things: they allow you to sit back and listen; they help you
gather information; and they stop you from giving anything away. There are no-go
questions and go questions in negotiations:
No-go questions are those that...
- reprimand and accuse (Why didn't you...?)
- entrap (Are you still peddling the Union line, then?)
- threaten and pre-judge.
Go questions are those that...
- open (What do you think...?)
- seek permission (Why don't we look at things differently?)
- are barometric (How would you feel if...?)
S is for Salami
Matyas Rakosis, one-time head of the Hungarian Communist party is credited with this
definition of the "salami" technique at the end of power negotiations. "When you want to
get hold of a salami sausage which your opponents are strenuously defending, you must
not grab at it. You must start by carving yourself a very thin slice. The owner of the
salami will hardly notice or, if he does, not mind very much. The next day you will carve
another slice, then still another. And so, little by little, the salami will pass into your
possession."
U is for Uncertainty
Natural negotiators are comfortable with uncertainty, while those who fear the process
arent. Samfrits Le Poole in his book Never Take No For An Answer recalls a deal he
made to buy a small plane. He got it for the ridiculously low price of $14,500. After the
negotiations, he asked the seller why he had sold for such a low price. The man admitted
that he found the whole negotiating process uncomfortable because of the uncertainty. He
was wracked with questions such as What if I dont get another buyer? and What if
nobody else comes forward? As a result, he settled at the first offer simply because he
couldnt stand the uncertainty involved.
V is for Variables
Playing around with the variables in a negotiation is often the only way that you can
reach a deal. The more variables you have in terms of price, terms, and deliverables, the
more room you have for maneuver. So, when you get stuck on the main issues, change
the package. If youre deadlocked on the price of the house, throw in the furniture and
fittings, agree to a garden makeover, or pay for their removal costs.
So thats the Negotiators Alphabet. 26 tactics that you can slip into any negotiation
whenever you want to secure an advantage for yourself or your side. Rehearse and
practice them until theyre automatic responses, and your reputation as a top notch deal-
maker is guaranteed.
Eric Garner is Managing Director of ManageTrainLearn, the web site company that
guarantees to make you a better manager, trainer and learner.
Eric is a graduate of the University of Cambridge and has many years experience as a
HR manager and trainer. He is a Chartered Member of the UK Institute of Personnel and
Development. Eric Garner may be reached through his web site at
http://www.managetrainlearn.com